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Novell fills Microsoft Silverlight gap

When Microsoft announced availability of its Silverlight 1.0 multimedia building block earlier today, the big news was that Novell  would provide a Linux version of the tool.

In his blog Novell (and former Ximian) whiz kid Miguel De Icaza called this “an historical collaboration between an open source project and Microsoft. They have collaborated with other folks on the server space (Xen and PHP) but this is their first direct contribution to the open source desktop.”  

The result of the collaboration will be “a 100% compatible Silverlight runtime implementation called “Moonlight” [which] will run on all Linux distributions, and support FireFox, Konqueror, and Opera browsers,” wrotes Scott Guthrie, GM of Microsoft’s Developer  Division  in <i>his</i> blog. 

You might also wonder whether this work—which smacks contract development—is part and parcel of the earlier Microsoft-Novell era of good feeling announced last year.

Apparently not.  According to a Microsoft spokeswoman:

“The good working relationship between Microsoft and Novell  announced back on November 2nd of 2006, which was a set of agreements to collaborate on IP, business, and technical matters and based on customer desire to address the challenges of operating mixed source environments.  This paved the way for the companies to work together on multiple opportunities, including bringing Silverlight to Linux. It’s not technically part of the agreement.” 

Microsoft is not commenting on financial aspects—if any—behind Novell’s Linux work.

So here’s a rather sobering question: Has Novell, once the “A”-number-one-kingpin-of- network-operating-systems,  become little more than a contract programming house for Microsoft?

Just asking.

Barbara Darrow, a Boston-area journalist, can be reached at badarrow@comcast.net. 

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There is no such thing as "agile practices." The word cannot be found in the Agile Manifesto or within the "Twelve Principles of Agile Software."

The desire (expectation) to implement practices and processes is counter to the first first line of the Manifesto: "Individuals and interactions over processes and tools," and is, in my opinion an attempt to take advantage of growing interest (success breads a marketplace), resulting in a transition from "agile principles" to "Agile Processes."

Organizations are accustomed to training and certification, therefore specific practices and processes, such as Scrum, XP, etc. have emerged (formalized) so that a specific set of practices and processes can be described, taught and credentialed.

Rather than assessing staff to see if they practice Agile processes, managers should assess the organization to see if it behaves and fosters agile principles. Customer collaboration may be achieved through a variety of practices and processes. Measuring if motivated individuals can: identify common issues; come together and collaborate, and; participate/contribute indicates agile maturity (and value), not defining some set of rules for creating a group and establishing points, and frequency, of contact.

Patrick Masson
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